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THESIS DEFENSE

THESIS DEFENSE. OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS - SAUDI ARABIA). OMRAN ZAIN OMRAN KING FAISAL UNIVERSITY. STUDY STRUCTURE OUTLINE. INTRODUCTION. FIELD STUDY- QUESTIONNAIRE. CONCLUSION AND RECOMMENDATIONS. PROGRAM GUIDLINES.

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THESIS DEFENSE

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  1. THESIS DEFENSE OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS(INTERNATIONAL AIRPORTS - SAUDI ARABIA) OMRAN ZAIN OMRANKING FAISAL UNIVERSITY

  2. STUDY STRUCTURE OUTLINE INTRODUCTION FIELD STUDY- QUESTIONNAIRE CONCLUSION AND RECOMMENDATIONS PROGRAM GUIDLINES FIELD STUDY- STUDY CASES OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  3. DEFINITION OF STARTUP PHASE OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  4. · To carry out an in depth examination of the startup phase of construction projects, specifically airports. · To study and analyze the role of the startup phase of projects in relation to project cost, time, and efficiency. · To examine the startup procedures. To come up with a comprehensive program or guidelines · that will help people involved in the construction industry. OBJECTIVES OF THE STUDY OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  5. GENERAL TYPES OF STARTUP PHASED STARTUP TURNKEY STARTUP 2 1 The contractor would undertake the design and commission a complete installation until the time when the client would “turn the key” for full operation. Large systems are handed over to the client systematically throughout the commissioning period. Individual units are tested and rendered operational. • The choice of either type is dependent on number of factors on which a decision is made. • Client’s resources • Size of the project • Complexity of the project • Time constraints OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  6. SEQUENCE OF STARTUP PHASE EXECUTION Pre-commissioning Commissioning Initial Operation Non-operating checks Increase load to meat design load Finish/ Cleanup System(s) tests under load First equipment completion Mechanical completion Construction completion Startup of facility Project termination OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  7. AIRPORT STARTUP MILESTONES START 55 % O&M CONTRACTS 80 % AOR PROCESS STARTS AOT 87 % DEDICATION 100 % COMERCIAL OPERATION OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  8. STARTUP PREVAILING CONSTRAINTS AND REGULATIONS TIME MONEY 1 2 MATERIALS AND PEOPLE LOCAL REGULATIONS 4 3 OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  9. Procedures Directions AIRPORT OPERATIONAL READINESS(TRIAL OPERATION) AIRPORT OPERATIONAL READINESS(DD/ MM/ YYYY) Construction Operational Conditions Systems Evaluation of Facilities/ Procedures/ Training Training STARTUP OF OPERATION OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  10. FIELD STUDY FIELD STUDY- QUESTIONNAIRE REVIEW OF STUDY CASES EXTENSIVE READING IN THE AREA • Design/ distribute study questionnaire to practitioners. • Review of study cases from local int’l airports:KAIA, KKIA and KFIA. • Review of collected literature on startups of industrial projects. • Tabulate and analyze the responses of practitioners. • Review of study cases from foreign int’l airports:Munich and Oslo airports. • Review of the collected literature on startups of airport projects. • Interview practitioners in the local int’l airports . • Analyze startup procedures implemented in study cases. • Analyze collected literature on startups of airport and industrial projects. OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  11. FIELD STUDY- QUESTIONNAIRE Questionnaire Structure Neutral or No Response 0 -3 -2 -1 +1 +2 +3 -5 -4 +4 +5 Range of Disagreement (Negative Mean Score) Range of Agreement (Positive Mean Score) OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  12. FIELD STUDY- QUESTIONNAIRE Q.II: How would you rate the following means of learning about startup? Question Sub-categories Rating Avg. Personal Experience 3.88 Vendor startup information 1.68 On -job training 3.24 Operation manuals 2.92 Site visits. 3.84 In-house training 2.88 Consultancy 2.08 Seminars 0.92 Journal articles 0.64 4.5 4 3.5 3 2.5 2 Rating Average 1.5 1 0.5 0 Personal Vendor On -job Operation Site visits. In-house Consultancy Seminars Journal Experience startup training manuals training articles information Question sub-categories OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  13. FIELD STUDY- QUESTIONNAIRE Q.IV: Rate each of the following terms as best describing this phase Question sub-categories Rating Avg. Startup phase 3.56 Commissioning phase 2.12 Pre-operational phase 2.64 Close-out phase -0.92 4 3.5 3 2.5 2 1.5 Rating Average 1 0.5 Close-out phase 0 Startup phase Commissioning phase Pre-operational phase -0.5 -1 -1.5 Question sub-categories OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  14. FIELD STUDY- QUESTIONNAIRE Q.V: Rate each of the following sources of obtaining information about startup Question Sub-categories Rating Avg. Site visits 3.68 Personal interviews 2.64 Case study 2.12 Literature review 1.92 Experience 4.32 Questionnaires 0.88 5 4.5 4 3.5 3 Rating Average 2.5 2 1.5 1 0.5 0 Site visits Personal interviews Case study Literature review Experience Questionnaires Question sub-categories OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  15. FIELD STUDY- QUESTIONNAIRE Q.VI: How early in the project should startup be discussed? Question Sub-categories Rating Avg. Planning phase 1.76 Design phase 1.4 Construction phase (final phase) 3.72 Construction phase (first phase) 2.28 Feasibility phase -0.4 Concept phase -0.84 4 3 2 Rating Average 1 Feasibility phase Concept phase 0 Planning phase Design phase Construction phase Construction phase (final phase) (first phase) -1 -2 Question sub-categories OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  16. FIELD STUDY- QUESTIONNAIRE Q.VII: How early in the project should startup be introduced? Question Sub-categories Rating Avg. Planning phase 1.6 Design phase 1.48 Procurement phase 1.6 Construction phase (first third 2.32 Construction phase (second third) 2.8 Construction phase (final third) 3.16 2.5 Rating Average 2 1.5 1 0.5 0 Planning phase Design phase Procurement Construction Construction Construction phase phase (first third phase (second phase (final third) third) Question sub-categories OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  17. FIELD STUDY- QUESTIONNAIRE Q.IX: What should be the composition of the startup team (you can select more than one) Question Sub-categories Percentage Operations 96 Engineering group 84 Project Construction team 60 Construction management group 72 Contractors 72 Consultant(s) 64 Equipment manufacturers 36 120 100 80 Percent 60 40 20 0 Operations Engineering Group Project Construction Team Construction Management Group Contractors Consultant(s) Equipment manufacturers Question sub-categories OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  18. FIELD STUDY- QUESTIONNAIRE Q.X: How early should the operations group get involved in the project? Question Sub-categories Rating Avg. Design phase 1.92 Planning phase 2.56 Feasibility phase 0.96 Procurement phase -0.08 Construction (first third) 1.4 Construction (second third) 2.36 Construction (final third) 3.12 Startup phase 2.88 3.5 3 2.5 2 Rating Average 1.5 1 0.5 Procurement phase 0 Design phase Planning phase Feasibility phase Construction (first third) Construction (second third) Construction (final third) Startup phase -0.5 Question sub-categories OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  19. FIELD STUDY- QUESTIONNAIRE Q.XI: When should the operations group come on site physically? Question Sub-categories Rating Avg. Construction phase(first third) 0.76 Construction phase(second third) 1.92 Construction phase(final third) 3.68 Startup phase 2.88 4 3.5 3 2.5 Rating Average 2 1.5 1 0.5 0 Construction phase (first third) Construction phase (second third) Construction phase (final third) Startup phase Question sub-categories OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  20. FIELD STUDY- QUESTIONNAIRE QXII: Who do you think are the key players involved in project startup? Question Sub-categories Rating Avg. Owner as client (Operations) 4.44 Engineering group 3.28 Project construction team 2.32 Construction management group 2.84 Equipment manufacturers 0.56 Contractors 2.12 Consultant(s) 2.24 5 4.5 4 3.5 3 2.5 Rating Average 2 1.5 1 0.5 0 Owner as client (Operations) Engineering group Project construction team Construction management group Equipment manufacturers Contractors Consultant(s) Question sub-categories OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  21. FIELD STUDY- QUESTIONNAIRE Q.XIV: Based on your experience, does startup suffer from the following? Question Sub-categories Rating Average Schedule delays/overruns 4 Cost overruns 2.88 Project frustration/abandonment 1.56 Substandard performance 1.2 Accidents 0.56 4.5 4 3.5 3 Rating Average 2.5 2 1.5 1 0.5 0 Project frustration/abandonment Substandard performance Accidents Schedule delays/overruns Cost overruns Question sub-categories OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  22. Operations Involvement Adequate Human Resources FIELD STUDY- QUESTIONNAIRE Q.XV: What are the key factors for effective startup? Question Sub-categories Rating Average Question Sub-categories Rating Average Competent startup team 2.04 Adequate human resources 3.8 Effective communication 3.72 Knowledge of complex technology 2.84 Proper coordination 2.88 Safety consciousness 3.12 A formal setup plan & schedule 4.24 Contingency plans 3.28 Strong project leadership 4.64 Computerized systems 3.48 Early involvement of operations group 3.8 5 4.5 4 3.5 3 Rating Average 2.5 2 1.5 1 0.5 0 A formal startup plan & Schedule Strong leadership Competent startup team Effective communication Proper coordination Knowledge of complex Tech. Safety consciousness Contingency plans Computerized systems Question sub-categories OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  23. FIELD STUDY- QUESTIONNAIRE QXIV: What are the key factors that contribute to ineffective startup? Question Sub-categories Rating Average Poor planning & scheduling 4.48 Poor coordination among players 4.56 Weak commissioning team 4.2 Weak project leadership 4.4 Unclear responsibility matrix 4.08 Friction between protect team 3.24 Non-availability of suppliers 2.8 Unclear contract wording 2.44 5 4.5 4 3.5 3 2.5 Rating Average 2 1.5 1 0.5 0 Poor planning & scheduling Weak project leadership Unclear responsibility matrix Friction between protect team Non-availability of suppliers Unclear contract wording Poor coordination among players Weak commissioning team Question sub-categories OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  24. 1 STUDY CASESKING ABDUL- AZIZ INTERNATIONAL AIRPORTOPERATIONAL READINESS FUNCTIONAL ANDORGANIZATIONAL CHART DIRECTOR,IAP OPERATIONAL READINESS COMMITTEE TECH. COORDINATION AND SUPPORT TRANSITION SCHEDULING GROUP COMMITTEE 80 TRANSITION TASK FORCE IAP/ CM TECHNICAL COORDINATION COMMITTEE FACILITIES PLANNING COMMITTEE PROPERTIES COMMITTEE SECURITY COMMITTEE OPERATIONS COMMITTEE PROJECT ORGANIZATIONS WITH COORDINATION/ FEEDBACK FUNCTIONS IAP, CM, KAIA CONTRACTORS, GOVT. AGENCIES, AIRLINES, TENANTS, ETC. OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  25. 2 STUDY CASESKING KHALID INTERNATIONAL AIRPORTOPERATIONAL READINESS FUNCTIONALAND ORGANIZATIONAL CHART AIRPORT DIRECTOR GENERAL OPERATIONAL READINESS COMMITTEE King Khalid International Airport International Airports Projects Bechtel company & Outside Agencies Task Force Director KKIA Departments Operations Project Control Group Management Coordinator Properties Maintenance & Utilities Planners Schedulers Security Support Government Liaison King Khalid International Airport Staff Facilities Engineering Project Control OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  26. 3 STUDY CASESKING FAHD INTERNATIONAL AIRPORTOPERATIONAL READINESS FUNCTIONALAND ORGANIZATIONAL CHART OPERATIONAL READINESS COMMITTEE Executive Committee Project Control Group Planners Schedulers Certification Teamwork Coordination w/ Users Teamwork Dedication Teamwork Administration Affairs Teamwork Equip. & Materials Teamwork Facilities Teamwork Properties Teamwork Operations Teamwork Engineering Teamwork OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  27. 4 STUDY CASESMUNICH INTERNATIONAL AIRPORTOPERATIONAL READINESS FUNCTIONALAND ORGANIZATIONAL CHART Management Operational Director General Project Manager Technical Director Chief Technical Planning Start-up FMG/ agiplan Planning Execution Start-up Functional core processes Sub-functional processes N 6 5 4 3 2 1 OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  28. DEVELOPMENT OF PROGRAM GUIDELINES LITERATUREREVIEW FIELD STUDY &STUDY CASES PROGRAMGUIDELINES OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  29. PROGRAM GUIDELINES CHARACTERISTICS SIMPLE INEXPENSIVE 1 2 PRACTICLE FLEXIBLE 4 3 OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  30. PROGRAM GUIDELINES OBJECTIVES OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  31. PROGRAM GUIDELINES STRUCTURE 1 General Guidelines 2 Planning & Management Guidelines 3 During & Post Construction Guidelines 4 Staffing & Training Guidelines OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  32. PROGRAM GUIDELINES 1. Upper management must give adequate attention to the startup phase. 2. Allocate the required resources for startup. 3. Carefully define and provide the required information for the implementation of activities in startup phase. 4. Plan in advance and enforce the applications of safety regulations and practices. 5. Give careful considerations and enough attention to contractual requirements. 6. Consider the facilities configuration when commissioning systems. 7. Take into consideration the Weather Factors and their impact on performance. General Guidelines 1 OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  33. PROGRAM GUIDELINES 1. Develop a detailed and well-organized plan for the startup phase. 2. It should be clear to all parties that successful startup is always a result of good planning. 3. Carefully define and provide required info. for planning of startup phase. 4. Take into consideration system’s operating requirements & standard practices 5. Make everybody aware of the challenges faced. 6. Do not under estimate challenges faced in the startup phase. 7. Start planning for startup as early as possible. 8. Make sure that the schedule is feasible, reliable, and flexible. 9. Formulate startup schedule to correlate to sys.commissioning sequence. 10. Ample time should be allowed for startup. Planning & Management Guidelines 2 OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  34. PROGRAM GUIDELINES 1. Subsystems should be started up independently. 2. Discriminate between “now” and “later”. 3. Keep documentation current throughout the project’s life cycle and maintain strict version control. 4. Assure availability of permanent utilities when using permanent facilities for construction. 5. Ensure application of value engineering/ management throughout the project. During & Post Construction Guidelines 3 OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  35. PROGRAM GUIDELINES 1. Ensure early involvement of Startup and operations personnel into the project. 2. Upper management should be careful in selecting the startup team. 3. Shift teams for startup should be taken into consideration. 4. Ensure that staff training programs are planned in advance. Staffing & Training Guidelines 4 OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  36. CONCLUSION It was strongly evident that there is a tangible shortage or lack of information and research on airport projects startup phase locally. This statement was found to be equally true on local and foreign airports. 1. Despite some similarities, in concept, in structuring the startup organizations, no specific and common guidelines on which airports’ startup procedures were based on in these airports. 2. Transition plans were given a significant weight, importance, and handled as an integral part of the startup plan In the case of the studied foreign airports. In the case of the studied local airports it was treated with significantly less importance. 3. Munich International airport hired a German specialized consultant to handle the transition stage. The consultant started to prepare the Munich move more than 1½ years prior to the opening. Beside the transition consultant, 14 different work groups were defined. These work groups had the objective to assure important premises for a smooth transition. 4. OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  37. CONCLUSION In the case of local international airports, some regulations were found to dominate the obstacles when planning for startup phase, especially when they are not taken into consideration. Such regulations or obstacles were: 5. Implementation of the lowest bidder concept on the procurement process of materials and parts during startup phase.  Denial of the provision of Bulk Visas for the hiring of required foreign personnel for the completion of the startup phase.  Denial of the importance in treating startup requirements as a special case which needs to be expedited due to the nature of the startup phase.  Denial of the provision and hiring of specialized consultants in temporary bases for required specific tasks during startup phase.  OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  38. CONCLUSION If no action is taken in response to the increased task uncertainty of a startup, additional resources must be provided. The cost of extending the time allotted for the startup may be the easiest cost to bear. But, it would be less costly to add people and to spend money in ways that would reduce the startup time. Some of the ways in which this is done are to: 6. Add human resources: Additional technical personnel are made available, and extra maintenance people may be kept on as well.  Add material resources: Extra spare parts may be kept on hand, along with complete units of critical pieces of equipment.  Add money: Budgetary restrictions and controls may be relaxed: procurement procedures may be streamlined and simplified so that operating and technical personnel may quickly order and obtain critically needed materials.  If all else fails, the startup will simply take longer to complete, schedules will not be met. Time is the resource of last resort, and the one that requires the least planning and creativity to make available. OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  39. CONCLUSION 7. In the case of local international airports, the utilization of experienced personnel within the organization, from other in-Kingdom airports, is not a common practice. Delays, postponement and slippage in the startup schedules result in shortening the lifetime or even voiding the contractor warrantees provided as part of their contractual requirements and deliverables. 8. OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  40. RECOMENDATIONS 1. Explore in depth and further study the startup phase procedures and operations of other public projects in the Kingdom of Saudi Arabia. Documentation for startup phase guidelines and procedures to be formatted and saved in proper format i.e. hard copies, electronic copies, etc. and make them accessible to planners and professionals for reference. 2. Develop training courses and workshop sessions on startup phase planning, practices, challenges, etc. for planners and professionals in order to enhance perception and decision making capabilities in this field. 3. 4. Allocate funds to local universities to adapt researches and studies on startup operations and practices in the Kingdom of Saudi Arabia. Develop checklists on startup phase planning and procedures for the use of the government and private sectors projects in the Kingdom of Saudi Arabia. 5. OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS (INTERNATIONAL AIRPORTS- KSA)  BY OMRAN ZAIN OMRAN

  41. OPTIMIZATION OF STARTUP OPERATIONS IN LARGE CONSTRUCTION PROJECTS(INTERNATIONAL AIRPORTS - SAUDI ARABIA) THANK YOU

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